This descriptive case study enquired the perceptions of leadership of the Asian Indians in the high tech industry in the state of North Carolina. The study included identifying the leadership trait preferences and assumptions of Asian Indians. The number of participants in the qualitative interview was 22 Asian Indian professionals. The sample included members from different age groups, educational levels, and genders. The participants had worked with leaders from different ethnic backgrounds. The questionnaire for the research included 19 questions. The questionnaire captured the leadership perceptions, preferences, and assumptions of Asian Indian professionals in the high tech industry. The data generated eight themes that reflected the assumptions and leadership perceptions of Asian Indians in the high tech industry based in North Carolina. The themes led to the conclusion that accessibility and face-to-face contact was essential and Asian Indians worked better as individuals rather than in teams. The recommendations included the need to train Asian Indians on how to transition from directed work environments to become self-directed workers. Further research, taking into consideration the leadership perspective on leading Asian Indians in the U.S., will complement this study.
|Adviser||Keith B. Grant|
|Subjects||Cultural anthropology; Management; Ethnic studies|
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